Carry out more participative strategic reflections

When it applies

When significant strategic reflection is necessary, for example to define the mission/vision, purpose, values, desired behaviour or development of a strategy or transformation plan. Also, for strategic refocusing of the whole or a part of the activity. It can be a recurring or one-off event.


Problem it solves

Strategic reflections continue to be done in a very centralized way, by the departments of strategy and/or innovation.

  • External help from consultants provides an additional point of view, but does not change the fact that they are “top-down”

  • They reflect a limited understanding of reality and opportunities, far removed from the capabilities and aims of those in the organization

As there are no recipes or easy and unique solutions, these reflections end up being theoretical documents.

Added value by delibera

  • It allows you to make profound strategic reflections involving a very relevant number of people (500-1000-5000), in an organised way, and in a short period of time (2 to 4 months), by initiating 20-30 intelligent conversations

  • Optimizes the deliberation process, eliminating time, language, and geographic constraints for participation

  • Identifies changemakers, measuring and recognizing collaboration

  • Optimizes the efficiency and scope of the process of collecting information and ideas

  • Structures and segments the debate around actionable options

  • Maximizes the chances of successful transformation, using a process that is very innovative in itself

Sequence of templates to carry out more participative strategic reflections

Get insights (diverge)

Prioritize (converge)

Decide (align)

Act (empower and follow-up)

Evaluate starting point


Gather valuable ideas dispersed throughout the organisation (bottom-up)



Filter and organize

Validate management's hypotheses (top-down)


Stimulate with trends and best practices from the market or framework diagnostics



Go deeper


Prioritize based on impact and feasibility (or other criteria)





Asign responsabilities to initiative owners



Leadership team

Steering committee

TO + Changemakers

Actionable strategic plan, made and accepted by the key people who will carry it out

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Success cases

  • The CEO of a global benchmark construction company addresses the design of the transformation plan with delibera. They involve their top 100 managers spread throughout the world and agree on 65 major initiatives for change


  • The office manager of a benchmark strategic consulting company uses delibera to reinvent their business model, making 19 decisions in 6 weeks, with 35 partners and almost 50 senior managers


  • The Secretary-General of a third sector entity with 300 employees and 80,000 collaborators prepares the two-year strategic plan, opening more than 30 progressive deliberations and involving 600 people in a 4-month process



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